competency assessment system for the philippine civil service

HILARIO P. MARTINEZ 1

?

Competent vs Incompetent

A COMPETENT CIVIL SERVANT

AN INCOMPETENT CIVIL SERVANT

AN ASSET

A LIABILITY

A RISK

A GOOD INVESTMENT

A COST


AN EMBARASSMENT

When may a Person be considered “Fit for the Job” of a Public Servant?

Better Educational Attainment?

Broader Work Experience?

A Civil Service Eligible?

A Licensed Professional?

As a Political Protégé? or

A Competency Assessment Report?


Questions Managers in the Bureaucracy are hesitant to confront

How do you objectively determine incompetent personnel?

How do you legitimately disassociate incompetent personnel?


Education, Experience & Civil Service Eligibility vis Competency

DOES A COLLEGE OR HIGHER DEGREE READILY TRANSLATE TO COMPETENCE OR JOB

READINESS?

DOES EXPERIENCE READILY TRANSLATE TO COMPETENCE OR ACCEPTABLE JOB

PERFORMANCE STANDARD?

IS CIVIL SERVICE ELIGIBILITY OR PROFESSIONAL LICENSE SYNONYMOUS TO COMPETENCY

CERTIFICATION OR VERIFIED ACCOMPLISHMENTS?


Persistence of Mediocrity in the Bureaucracy


Contending Issues in the Philippine Civil Service

4-yr Degree

TechVoc

E D U C AT I O N

Graduate

Under-graduate

ATTAINMENT

Education Job

Compe-tency

Q UAL I F I CAT I ON Secured Tenure, Regular

Merit-based,

Renewable

TENURE OF EMPLOYMENT

Legislated/ Executive Fiat

Merit & Evidence-

based


INCOMPETENCE COMPLACENCY

MISBEHAVIOR

Unwanted Offshoots of Security of Tenure


Competence Performance

S k i l l J o b Att i t u d e Kn o w l e d g e

Job Performance

Observable Behavior

Reference: UNESCO/UNEVOC-TVETpedia website 9 HILARIO P. MARTINEZ

INCOMPETENCE BREEDS CORRUPTION PERENNIAL

UNDER- PERFORMERS

FAULT-

FINDERS

BOOT-

LICKERS

ERROR-PRONE

EMPLOYEES

LAZY

EMPLOYEES

“ENTERPRISING”

PERSONNEL


Criticality of Competency-based HRD System for Public Servants


Government officials and employees takes an oath to serve, protect and defend the interest

and welfare of the public

Government officials and employees are entrusted with the enormous resources drawn

and contributed by citizens-taxpayers

As stewards of huge state wealth and public funds, they are expected to be intellectually

capable and armored with integrity

Competency, not civil service eligibilities, builds professionalism and integrity in the

workplace

Cost of Incompetence to Bureaucracy

Everytime work is redone, the cost of producing quality-assured goods and services

increases. Cost of

incorrect/inappropriate communication

Cost of retesting of goods’ sub-assemblies or major final outputs

Cost of reworking public goods, items or services

Everytime fault occurs due to incompetence, the cost of

damage to institutional integrity increases

Unnecessary delay and overrun cost

Institutional embarrassment

Loss of people’s trust and confidence


Fraud and anomalies

PREPARING FOR COMPETENCY ASSESSMENT


Competency Assessment is …

…NOT about comparing people to people

…about comparing a worker to a STANDARD


Establishing a Competency System

STA

ND

AR

DIZ

AR

TIO

N

FUNCTIONAL

ANALYSIS

COMPETENCY

DEVELOPMENT

J

O

B

S

WORKPLACE

15

DEP’T A

DEP’T B

DEP’T C

DEP’T D

DEP’T N

...

HILARIO P. MARTINEZ

COMPETENCY STANDARDS

TRAINING STANDARD

ASSESSMENT INSTRU-MENTS

TRAINORS

ASSESSORS

Outputs of Standardization


are industry-determined specifications setting out the skills, knowledge, and attitude a person must possess in order to effectively operate in a defined work environment

Competency Standard

ACCOUNTANT

Bo

oke

ep

er Ex

am

ine

r

PURCHASING OFFICER

Secretary

Nu

rse

Medical Doctor

Budget Officer Computer Programmer

DR

IVER

1

BU

YER

Division

Chief

UTILITY

LOA

N

OFFIC

ER

REVENUE OFFICER II

EXECUTIVE ASSISTANT

REG

ION

AL

ENCODER

ASST.


Competency Standards for Government Position Titles

Competency Standard of a Job Title


Structure of a Unit of Competency Standard

Title of Unit of Competency(UC)

Elements

Elem

ent

Perf

orm

ance

C

rite

ria

Range of Variables

Var

iab

le

Ran

ge

E v i d e n c e G u i d e C

riti

cal A

spec

ts

of

Co

mp

eten

cy

Un

der

pin

nin

g K

no

wle

dge

Un

der

pin

nin

g Sk

ills

Un

der

pin

nin

g A

ttit

ud

e

Res

ou

rce

Imp

licat

ion

Met

ho

ds

of

Ass

essm

ent

Co

nte

xt o

f A

sses

smen

t


Sample UC/Competency Standard for a Standardized Government Job Title


Un

der

pin

nin

g K

NO

WLE

DG

E

Un

der

pin

nin

g SK

ILLS

U

nd

erp

inn

ing

AT

TITU

DE


NOTE: Non-compliance may constitute corrupt practices

Job Titles with Unique Core Competencies could have common Basic Competencies

22 HILARIO P. MARTINEZ

JOB TITLE #1

JOB TITLE #2

JOB TITLE #3

Deriving the Assessment Instruments


COMPETENCY ASSESSMENT

INSTRUMENTS (C.A.I.)

Tamper-Proof Competency Tests Generation


?

COMPETENCY ASSESSOR TEAMS (C.A.T.)


Qualification of Competency Assessors

For Public Sector

Must have passed the latest competency assessment for their respective position/ job title

Must not have pending administrative and/or criminal case

Must be certified by respective HRMD Chief as outstanding employees in their respective levels

From Private Sector *

Must be a licensed/certified professional or HRD practitioner

Must be in professional practice for at least 5 years

Must be endorsed by respective company HRMD Head or Human Resource Association


* The inclusion of Private Sector Representatives is to instill impartiality

Composition of Competency Assessor Teams (C.A.T.)

Public Sector Assessors per Level *

Competency Assessors for Level 1



Composition per Team **

Civil Service Commission

Representative

Representing Public Sector

by Level

Representing Private Sector

per Level

Agency HRMD Unit as

Secretariat


** Team membership is subject to annual rotation

of agency assignment to ensure impartiality

* From different government line agencies

Assignment of Public Sector Competency Assessors (CA)

Level 1 CA - to assess Level 2 personnel



Public Sector CAs shall not assess personnel of their agency-of-origin


Establishing Teams of Assessors

CSC ASSESSORS’

TRAINING

Subject Object

PUBLIC

SECTOR

PRIVATE

SECTOR

PO

OL

OF

PR

E-S

EL

EC

TE

D C

OM

PE

TE

NC

Y A

SS

ES

SO

RS

ACCREDITED

ASSESSORS


Civil Service Commission as Overseer

General supervision on the conduct of

competency assessment in

the public sector

Provide guidelines in coordination with all line

departments and agencies for

the conduct of competency assessments

Responsible for accrediting

private sector competency assessors as

team members

Responsible for the scheduling of competency

assessments per Department per

Level


Responsibility of Agencies schedule for Competency Assessment of personnel

Coordinate with CSC for schedules and to make necessary prepa-rations including competency standards corresponding to their agency position titles

Provide support logistics and secretariat work for the Competency Assessment Teams

Responsible for Professional Fees of assigned Competency Assessors as part of Quality Program


COMPETENCY ASSESSMENT INSTRUMENTS


Ways in which evidence confirming compliance to Competency Standard will be collected


Obser-vation

Interviews/Questioning

Third Party

Report

Demons-tration

Portfolio

W O R K P L A C E E N V I R O N M E N T

E V I D E N C E - B A S E D A S S S E S S M E N T

Competency Assessment Instruments*


EVIDENCE PLAN THIRD PARTY REPORT

* Adopted from competency models

Competency Assessment Instruments *


OBSERVATION AND QUESTIONING CHECKLIST




RECORDING SHEET FOR ORAL QUESTIONING/INTERVIEW WRITTEN REPORT




PORTFOLIO1 EVALUATION FORM CANDIDATE PORTFOLIO RECORD SHEET

1 – Qualifications , including additional trainings availed of, for any and all competencies being substantiated must be current, not more than five (5) years old from date of assessment and validated


Frequency of Competency Assessment


YEAR 1 YEAR 2 YEAR 3 YEAR 1

3rd Level Personnel

2nd Level Personnel

1st Level Personnel

every 3 years per level

PERFORMANCE EVALUATION PERFORMANCE EVALUATION PERFORMANCE EVALUATION PERFORMANCE

CERTIFYING COMPETENCY


Issuing a Tangible Guarantee

What a government employee needs to prove in a competency assessment

COMPETENCY STANDARD

Job # 12-3456 1 or 0


WORKPLACE

- Nicholas Ling

In a Competency Assessment System,

there can be only ONE!


POST-ASSESSMENT: Going back to the BASIC rule

If in one year you have not

understood the nature of your

job, and/or

have not acquired the

necessary skills to correctly

perform the job, then


CERTIFICATION OF COMPETENCIES

Reference: UNESCO/UNEVOC-TVETpedia website 43 HILARIO P. MARTINEZ

Refers to the formal recognition of the proved competency of an individual in order for him to carry out a standardized labor/work activity.

The issue of a certificate implies that there has been a prior process of competency assessment.

In a standardized system, the certificate is not a diploma that certifies prior studies. It is rather a proof of a verified competency, based on a well-defined standard.

The certificate is a guarantee of quality concerning what the worker is capable of doing and the competencies he has to exhibit in the workplace

Information required in a Certificate of Competency

Name and finite details of identification

of government employee

being certified

Position/Job title of assessed employee with breakdown of

units of competency

and assessment ratings

Period of conduct of assessment and validity

period of certification

Name of assessors, I.D. numbers and

validity period of assessor

appointment, and certifying

authority


JUSTIFICATION FOR COMPETENCY ASSESSMENT IN PUBLIC SECTOR


Facilitating Strategic Change

COMPETENCY is all about DISCIPLINE in Public Service


Merits of a Competency-based Assessment

It is based on standards that describe the

expected level of work competency.

Standards include criteria that provide

details of what is considered a good job.

The assessment is individual, there is no

comparison among workers.

It provides a judgement for the assessed

workers: competent or not competent.

It is done, preferably, in real working situations.

It does not take a pre-determined period of

time, it is a process rather than a particular moment.

It is not subject to the completion of a specific

training action.

It includes the recognition of acquired

competencies as a result of work experience.

It is a tool for the orientation of

subsequent learning of the worker.

It is the basis for the certification of

competency of workers.

47 HILARIO P. MARTINEZ

Competency Assessment Results to …


Competency Assessment in Government – Calibrated Focus Toward an End-Goal

Standardized Position/Job Titles in Government

Upgraded Qualification Standards for Government Position/Job Titles

Competency and Teamwork-oriented Personnel Selection Process

Workplace-oriented Training and Development Programs

“Leaner and Meaner” Public Sector Workforce


Advantages of a Competency-based HRD in Government

With Standardized Government Jobs

Re-0rganization and inter-agency/office personnel reassignment, transfers and job

rotation is simplified

Workplace-based training intervention is reinforced and enhanced

INCISIVE personnel actions against employees verified as “incompetent” is justified


Why a Competency System for the Philippine Bureaucracy?

It is because Juan dela Cruz deserves

a better workforce as Public Servants


competency assessment system for the philippine civil service

Government & Nonprofit